Early Majority

Description

The early majority are the first big segment of people in the diffusion of
innovations, making up around 34% of the population.

This group are comparatively slow to adopt ideas, even though they are still
within the first 50%, although when they do, they act like a herd, all acting
together. They are typically socially aware and do not want to risk rejection by
standing out from the crowd. The early adopters are leaders, but the early
majority are followers, which can cause a problem of who goes first'.

Even if they see a good idea, they will hold back, approaching it with
caution. There is a often a trigger point, a critical mass, before which the
early majority person fears losing out if they jump and after which they fear
being rejected if they do not jump. When this point is approaching, they watch
others very carefully and, when they see enough others adopting the idea, they
cast caution to the winds and dive in for fear of being left behind.

With a lower risk
bias than the early adopters, they also worry that if they buy something
that it will not fit in with the things they already have and could lead to
problems if it fails, not the least of which is being derided by others for
making such a silly decision. They thus seek market leaders and strong brands
who provide a consistent and reliable experience.

The early majority is the first group in which loyalty may be found. When
they find something that works, they stick with it and do not easily change. The
one thing that will move them on is other people in their segment.

Although they are slow to adopt, they still feel like leaders and indeed,
they are in the first 50%.

Example

An IT manager is very cautious about implementing a new
software system, even though many users are asking for it. She is particularly
concerned that the product still has defects in, will not work with other
software and might not be well supported.

A woman wants a ball gown and likes an exotic dress in a shop
but ends up choosing a more conservative fashion. At the ball she sees several
others wearing new designs and wishes she had bought the exotic dress.

A Buddhist group have been in the country for several years
when they seem to reach a critical mass and experience a sharp increase in
membership.

The price of houses has going up slowly for a while. Then it
suddenly goes up sharply until there is talk of a 'bubble'. Then it turns over
and goes down sharply.

Selling to the early majority

As a larger group than the early adopters, the early majority are very
attractive to marketers and sales people, and a lot of effort can be put into
selling to them with little visible result. In fact 'sky rocket' products that
take off and then flop are often the result of getting adoption by the early
adopters but not catching on with the early majority.

Opinion leaders in the early majority tend to be cautious, talking about what
may appear but casting doubt until they are confident it is safe to act. They
judge innovations on reliability and longevity, not just effectiveness.

A real problem with new technology is that the early majority seek the market
leader, but when there is no market to lead and hence nobody to follow, they can
become paralyzed. The secret is to 'divide and conquer', starting with a small
segment where you can more easily coax along the social leaders (and possibly
giving away your products to them) and so become market leader.

Then, with case studies under your arm, move to an adjacent segment where the
people have some connection with the first segment. After doing this for a
while, you will have built up enough of a momentum to pull the rest of the herd
along.

When things take off, then you have to change your approach from customized
solutions to mass selling. This can take a huge shift in the business model that
matches the huge growth in orders. You may well have to move from a specialist
sales platform to widespread media advertising and mass marketing.